Introduction

The digital revolution is making incursions into the $10 trillion-plus global manufacturing sector, yet few manufacturers are maximising the opportunities available to them. Digital technologies continue to evolve at pace, the innovation these digital technologies are generating is changing the nature of manufacturing.

Whether it’s embracing innovative driver-assistance systems, electrification or the adoption of new business models, the automotive industry is going through a monumental transformation. Heightened connectivity among consumers, product designers, suppliers, workers, C-suite executives, and all physical industrial assets continue to unlock large amounts of value. This is transforming every link in the manufacturing value chain, from research and development, design and production (including every link in the supply chain) to marketing, sales and ongoing service and support.

For the automotive industry the move from traditional internal combustion engines (ICEs) to electric propulsion systems is going to drive the need for a significant change within the supply chain. This consumer migration to electrified propulsion technologies from conventional ICE (or “bolt to volt” as it may be referred to) has opened the door to organisations and new players such as Tesla, Dyson, Uniti, NIO, Detroit Electric, Sono Motors and so forth. This will require existing automotive supply chains to be creative in adapting ICE manufacturing to also produce electrified propulsion systems in parallel.

In this article DXC Technology and the Manufacturing Technology Centre explore the current trends driving change in the supply chain, and propose the greater use of digital strategies and analytical methods to meet this challenge. We suggest how and why we expect wider adoption given the particular need for change in the UK automotive manufacturing from the switch to electrification in propulsion systems.

Resistance to early adoption of digital strategies

Manufacturing has generally been slow on the digital uptake. Rising workforce costs usually come with lower productivity, and technology investments are often forced to compete with operational requirements. This means costly upfront changes – those required to support complex technology such as factory automation may not seem like a priority for a manufacturer who already has huge overheads.

The manufacturing industry is suffering from several challenges: high costs, ageing workforce, lack of skilled workers in some areas, and oversupplied markets due to increased competition and the low cost of some imports. Bruce Sneddon, Lead Consultant for Manufacturing at DXC Technology, agrees that cost is the one thing stopping big manufacturers from adopting digital technology across their IT ecosystems. “Traditional manufacturers that have done things the same way for a long time are loathe to make a big capital investment, especially one that requires an overhaul of most of their systems. If they’re cash-strapped, they will continue to operate with manual processes.” This resistance to investment has left many manufacturers with systems that restrict their ability to innovate and transform their processes.

A 21st century reality: the customer is in control

Historically, people have had little input into what was being made and sold to them. Nowadays, they can play a role in product design. Phil Mullis, Chief Technologist for Manufacturing UKI at DXC Technology adds: “Those in the automotive industry that embrace the possibilities of a Digital Platform to bring information into the fabric of every transaction with a client, partner, employee and process will be those that succeed in generating new business opportunities and gaining a greater ability to react to market forces and drivers.”

Tech-savvy customers expect much more in the digital age, within their respective budgets. They are more connected, with greater visibility and self-service ability across the purchase and delivery process. They also want personalised experiences tailored to their specifics. Agile companies that can make products and services on demand, to order, have a big competitive advantage, while those that enrich the post-purchase customer relationship can generate further revenue through repeat sales and support services. “A lot of traditional manufacturers are still focused on making products and shipping them off, yet customer satisfaction is now paramount. Creating great customer experiences using digital technology opens up whole new channels of marketing opportunities, especially through avenues such as social media,” Sneddon says.

The switch to electrification

In his recent presentation “Building the Infrastructure for Hybridisation and Electrification” at the IMechE’s “Developments in Transmission and Driveline Technology” seminar, Steve Nesbitt, Chief Programme Engineer at the Manufacturing Technology Centre, highlighted the challenge of switching production from internal combustion engines (ICE) to electrical propulsion systems.

Drawing on work from the Automotive Council UK, Steve highlights the UK’s current state of ICE production as 2.7 million units built in 2017, providing 8,000 jobs and valued at £8.5 billion, most of which is exported. Certainly, there is much at risk.

Steve Nesbitt believes “The consumer will probably decide when the transition will sway to a HEV/EV majority and the desire to have or be seen with the “latest kit” is real and apparent.” By applying a bell curve of customer technology adoption to the current time frames governments have targeted, Steve postulates the following ranges for the switch.

Both his projections for slow and fast transition are faster than the “Industry Nominal” change rate expected using an aggregate of predictions. The industry nominal he derives from multiple, open (internet) sources, including: McKinsey, Roland Berger, Bloomberg New Energy, ev-volumes.com, and others. The difference between his projections and this industry nominal anticipates a wide range of potential take up between 2028 and 2036, this equates to a high degree of uncertainty and risk if companies are not well prepared for the change.

Steve is optimistic though, as an engineer he highlights that, “Much of the knowledge and expertise, but not all of it, on rotating parts can be translated from ICE and Automotive Transmissions, on to Electric Drive Units.”

In order to address the elements where knowledge cannot be directly transferred he notes that as the tipping point to majority electrification is unknown, there is a need to fast-track the learning and experiences with these different technologies. “We need to find out what we do not know, quickly!” says Steve and highlights a number of areas that he expects to see investigated as a matter of urgency:

Processes and facilities to achieve volume rates for parts and assemblies

Metrology and non-destructive testing (NDT), what do you measure, how to guarantee “no faults forward”

End of line performance; noise, vibration and harshness (NVH), and diagnostics

Re-work strategy, some non-recoverable processes currently – if it doesn’t work, does it go in the bin?

Data & Information Systems, Controls & Connectivity

Intelligent Automation and Robotics, with Humans.

Transforming the supply and value chains

The leaders in industry are already revising their core operations, business models and supporting capabilities. Phil Mullis, agrees that the market forces impacting manufacturers are driving them to be more responsive than ever to maintain competitive advantage. “Manufacturers that are serious about optimising their supply-chain and value-chain performance will have to re-engineer at least some of their production processes.”

Processes such as product design, sourcing raw materials, production, marketing and sales used to be independent of each other, however, digital technology allows all these functions to operate within the same IT ecosystem. With digital supply-network management tools, factory managers have a clearer view of raw materials and equipment parts flowing through a network. This helps them schedule factory operations and product deliveries, while product managers simultaneously access customer experience data that helps them anticipate demand and design better products. Collaboration, data sharing and engagement across the value chain will help to better address customer, partner and supplier requirements, transforming manufacturing operations to a demand-driven supply chain.

Data-driven enterprise insights

Companies embracing smart manufacturing are already seeing a big difference in every area of their business: operational cost, speed to market, product quality and tailoring, customer experiences across product and service life cycles, employee productivity and safety. At the same time, advanced encryption technologies are transforming data security across IT and operational technology (OT) ecosystems, while simultaneously ensuring greater compliance across supplier and partner networks – anything from government import and export regulatory compliance to controlling the movement of assets, services and information from unauthorised users.

Transforming into a digitally savvy manufacturer will turn shop floor data into business-critical information, where analytics provides a far greater understanding of customer trends and influences product design and marketing. More specifically the move to electrification means that supply chain has to be adapted for the production of electric motors and ancillary equipment as well.

Manufacturing generates vast amounts of data. However, harnessing this data for valuable customer, supply chain and marketing insights has become essential to remain competitive.

The pace of change is accelerating and next-generation analytics, artificial intelligence and product simulation are already producing new data-derived enterprise insights from initiatives such as industrial machine learning and automation. Insights from real-time process and product data, including location monitoring, sensors and diagnostics information, are already changing the face of manufacturing as large manufacturers use the information to optimise factory operations and improve equipment efficiency and product quality. Phil Mullis explains further, “To deliver requires the Internet of Things (IoT, including Industrial) for data collection and the ability to apply analytics to drive the outcomes and benefits that affect the bottom line – such as reduced warranty claims and wasted time and money on production facilities.”

Digital and analytics: Winning with Team Penske

DXC is working with clients on a variety of digital and analytics projects to support changes in engineering. Taking Team Penske, the American IndyCar racing team as an example, they were challenged with the frustrations of using a variety of manual tools to track bills of materials and other logistics, 65% of their time was spent moving Excel files back and forth and 35% was spent on other tasks including designing parts and getting the parts to the car. The team needed to spend less time on management and more time engineering faster cars.

DXC began with a ‘digital transformation workshop’ where we optimised the teams engineering software to identify workflow inefficiencies and opportunities. In addition, DXC helped Team Penske upgrade and customise its product life-cycle management (PLM) software and optimise its PTC Windchill solution – the workshop expedited processes and improved the team’s overall performance. Team Penske engineering could then apply their learning from the workshop in their newly optimised software environment. By streamlining tasks and consolidating engineering data centre facilities, Team Penske has reduced their costs, doubled the accuracy of component library parts and improved design quality and speed. The engineers now spend less time on tedious management tasks and more time designing and building record-setting cars.

Getting started on the digital journey

Digitalisation can sound quite daunting, but it’s about thinking big and starting small — laying the enterprise guide lines but delivering value early, so the organisation can quickly see value before scaling the solution and services. This advice applies equally to SMEs as well as global enterprises. DXC has partnered with the MTC on a digital diagnostic workshop that helps manufacturing organisations to develop a coherent high-level strategy and roadmap — defining how to start and where to go next to release value quickly.

The future is digital

The ways people and businesses use information has shifted dramatically – the automotive industry is adapting and needs to adapt further. Whilst specific business drivers are varied they can ultimately can be defined in one of three ways: improve current operations, deliver a better customer experience or change the business model.

There are a number of common industry and global challenges to contend, but there is no doubt that the switch to electrification represents both a significant threat and opportunity. The need for the UK automotive sector to preserve business, jobs and export revenues is a very real challenge.

As a consequence, transformation of the supply chains is inevitable, it is a case of when and how. In order to explore the unknown elements, in a learn-fast approach, as yet underutilised methods and techniques will need to be adopted within an agile digital strategy. Partnering, collaboration and skills sharing will be required to maximise rates of success.

By creating flexible plants that increase customisation, transforming supply chains, integrating embedded networks and systems, and utilising analytics to optimise production, car-makers will build cars that reflect the wants and needs of today’s and future consumers.

This publication contains general information and, although SMMT endeavours to ensure that the content is accurate and up-to-date at the date of publication, no representation or warranty, express or implied, is made as to its accuracy or completeness and therefore the information in this publication should not be relied upon. Readers should always seek appropriate advice from a suitably qualified expert before taking, or refraining from taking, any action. The contents of this publication should not be construed as advice or guidance and SMMT disclaims liability for any loss, howsoever caused, arising directly or indirectly from reliance on the information in this publication.

]]>Article written by Munish Sharma who is heading Customer Experience Management (CEM) value engine of the Innovation and Transformation Group at TCS UK & Ireland. He has over 17 years of automotive industry experience focusing on digital transformation of manufacturing industry.

Introduction

In the past few decades mass production, lean adoption and globalisation were the key enablers for the automotive industry to drive growth (profit margins). The future growth of the industry is expected to be fuelled from ‘data led manufacturing’ (Industry 4.0) where enterprise data across the product life cycle will be further leveraged to build faster, cost effective and high quality products.

The role of digital twin in realising the perceived benefits from ‘data led manufacturing’ is the topic handpicked for this article. This article will be addressing some key points (listed below) which will help the readers to understand the concept of digital twin and its potential applications to solve existing problems in vehicle product design, manufacturing, sales and service.

Key points addressed in the article:

Definition of ‘Digital Twin’

View of product life cycle data (Automotive Industry)

Role of digital twin to address the current challenges of automotive industry

Definition of Digital Twin:

The simple definition of digital twin is a pairing of virtual and physical worlds; which allows analysis of data and monitoring of systems to solve the problems before they even occur. The key technologies i.e. IoT (Internet of things), 3D simulation tools and predictive analytics sits at the core of digital twin.

The digital twin is composed of three components i.e. physical entities in the real world, their virtual models and the connected data/view that tie the two worlds. The below figure (1.0) elaborates the concept of digital twin further. The left hand side picture represents the physical road ahead and its virtual image on the satellite navigator (SatNav). In this scenario, driver needs to do three things: (1) View the SatNav for direction (2) View the actual road (3) overlay the SatNav direction mentally into the actual road to take the right turn. This requires mental effort, some degree of driver experience and sense of timing to reach to your destination flawlessly. In the right hand picture of the vehicle, vehicle is using Augmented Reality (AR) capability, where driver has converged view of digital and physical world to take turns on the road. This prevents mental effort, distraction, minimizes driver error and freeing driver to focus on the road. This concept can be applied across the value chain to perform operations efficiently by leveraging different technology capabilities (IoT, Big Data Analytics, Simulation techniques).

View of data (automotive enterprise) across product life cycle:

The product life cycle of a vehicle involves multiple stages (concepts, design, procure, build, stock, sell, service and recycle). At each stage of the life cycle, there is an enormous amount of data that gets generated. Leveraging this data to build faster, cost effective and high quality products is the ultimate aim of all the organisations. However, automotive manufacturers are at different maturity levels today; in terms of effective utilisation of the data. The below section uncovers the view of data generated at each stage (refer figure 1.0) and the list of activities performed during each stage of the product life. In the subsequent section (3), we will detail out the challenges at each stage to deal with the data and role of digital twin to address some of these challenges.

Role of digital twin to address current challenges of automotive industry

The role and importance of digital twin in product development, manufacturing and service life cycle of the vehicle is detailed out in the below sections.

Product Development (Vehicle):

The automotive product development is a long and complex process. Typically a new car model takes 5-6 years of time1 from a design to launch stage. In fact, this stage is the key to the success and long term sustainability of the organisation. A slight oversite in the product design can erode the company’s brand value and profitability. For instance one of the OEM launched their model in early 2000 with product development cost 1.5 $ billion2. This model failed in a Moose test which resulted in recall of 2500 new cars. Later on, OEM added stability control and redesigned the car’s suspension. The cost to implement the change costed approximately 250 million ($)2 to the company.

In order to understand what challenges design engineers and product engineering team faces during this stage, please refer below figure 3.0 which summarises the key activities performed during product development life cycle, challenges faced and the role of digital twin in addressing these challenges.

Figure 3.0 represents product development life cycle, its challenges and role of digital twin

Vehicle Manufacturing:

More than a century ago, Henry Ford’s innovation reduced the time it took to build a car from more than 12 hours to two hours and 30 minutes. Since then, the industry has seen multiple disruptions and innovations and now a car is coming out of the assembly line every 30 seconds. The machine under the hood has evolved from a modest mechanic marvel to a complex and intelligent system comprising of an array of technologies, electronics and materials.

A fast and smooth manufacturing execution depends on the robustness of resource management, production plan and process control. Models and variants in production have increased manifold and customisations on the vehicle have also gone up significantly. The bigger view of entire vehicle manufacturing cycle and pressure on improving the OEE parameters like ‘first time through’, has put an emphasis on digital manufacturing among all the automotive manufacturers these days.

Well executed digital adoption is now emerging as a critical success factor for the industry. This means gathering and analysing more data in a virtual context so that better decisions and, in many cases, predictive decisions can be made. Let us look at how Digital twin come into picture and address the classic challenges in manufacturing cycle.

Figure 4.0 represents manufacturing value chain, its challenges and role of digital twin

Vehicle Sales and Service:

The innovation in research, engineering finesse, network planning, marketing campaigns and a colossal effort of over 5 years for a new vehicle introduction comes down to the actual sales cycle at a Retail which translates these investments into revenue (topline) for the Manufacturer. The aftersales revenue from parts, accessories and services is also dependent on the actual sales.

Modern Auto sales floor is witnessing various trends and paradigm shifts with emerging model of servitization, customer demand for superior and personalized user experience at retail and omni channel experience for every transactional interaction, regulatory compliance like GDPR etc. Auto Manufacturers operating at a Global scale, have an even bigger challenge of dealing with macro environmental factors and geographical peculiarities. OEMs are keen to leverage the operational insights from the customers, vehicle (product) and channel partners to continuously improve product performance. But due various inefficiencies, constraints and external factors these valuable insights get eroded. How digital twin can help OEMs tackle these challenges in a better, faster and efficient way is explained in below figure (refer fig 5.0).

Figure 5.0 represents Vehicle Sales and Service value chain, its challenges and role of digital twin

Conclusion:

Automotive product life cycle depends on data inputs from various stakeholders in the value chain to manage the end to end life cycle of the product. Most of the data used or generated at each stage remains isolated and barely integrated in the subsequent stages of the product lifecycle. This situation leads to wider gaps between the physical products and their digitalised versions (virtual products). The convergence of physical and their virtual products has the potential to address many challenges which exists in the automotive value chain today. The ‘digital twin’ in automotive industry can enable convergence of existing gaps between physical and virtual versions of product prototypes, shop floor and actual vehicle on the road.

This publication contains general information and, although SMMT endeavours to ensure that the content is accurate and up-to-date at the date of publication, no representation or warranty, express or implied, is made as to its accuracy or completeness and therefore the information in this publication should not be relied upon. Readers should always seek appropriate advice from a suitably qualified expert before taking, or refraining from taking, any action. The contents of this publication should not be construed as advice or guidance and SMMT disclaims liability for any loss, howsoever caused, arising directly or indirectly from reliance on the information in this publication.

]]>How to Dress Industrial Robotshttps://www.smmt.co.uk/2018/12/how-to-dress-industrial-robots/
Mon, 17 Dec 2018 15:24:42 +0000http://www.smmt.co.uk/?p=128698Article written by igus. Introduction In recent years, cable management has come into the limelight…

Introduction

In recent years, cable management has come into the limelight because even though robots have become more complex, machine reliability has increased dramatically. Unfortunately, the methods used to attach and guide cables and hoses on robots have not followed suit. While managing cables and hoses is often an afterthought in many designs, it is truly a vital part of any well-functioning robot.

Since the 1960s, cable management methods for robots have not changed dramatically. Most experts agree that one of the top mistakes is underestimating the knock-on effect of cable management issues. During a conference hosted by the Robotic Industries Association (RIA), a group of leading system integrators cited cable issues as the number one reason for downtime in robotics cells. Headaches range from tangled and corkscrewed cables, to complete breaks that cause downtime, lost revenue and damaged reputations.

The “Less is More” Approach

Current systems try to keep the cables on a six-axis robot static while everything operating around them is dynamic. Using one, long restrictive cable package prevents movement in sync with the robot. Restrictions stress cables, which accelerates failure. Often technicians bind cables with corrugated hose, cable ties or even duct tape. The goal is to minimise tangling and interference with the machine, but these types of solutions cause corkscrewing and failure.

The “less is more” approach to cable management is a best practice that robotics engineers and integrators can apply. It centres on designing cable management systems in three separate sections: the sixth to third axis; the third to second axis; and the second to first axis. This separation is the key to longer-lasting cables. Each cable section needs a minimal dresspack, strain relief with service loops, and a junction box that contains and protects the electrical connectors joining the cables.

Using strain relief systems can eliminate stresses and extend the service life of a moving cable. This strain relief may consist of standard elements such as tie wrap plates or clamps. An important measure is to ensure the cables are in the neutral axis, not touching the inner or outer radius of the cable management system.

Separating the dresspack into three shorter sections prevents it from wrapping, catching or snagging on machines and minimises stress on cables and hoses. This approach applies to any six-axis robot, regardless of manufacturer or application. While other fixes such as duct tape and ties wraps might cost less and work temporarily, in the long run, properly designed dresspacks reduce unnecessary downtime and maintenance costs.

In addition to the appropriate dresspack, it is imperative that six-axis robots use dynamic cables specifically designed for continuous flexing, and twisting, such as those found in the igus chainflex “robot” range. The most important feature to take into account is the cable’s shielding torsion-resistance. Shielded cables face a greater risk of failure because constant movements can easily make the shielding break down. Use unshielded, high-flex cables whenever possible to avoid problems. If this is not an option, turn to special “torsionable” cables.

To guide and protect

There are different options available for guiding and protecting cables on six-axis robots. The three most common are flexible tubing, enclosed dresspacks and robotic cable carrier systems.

Corrugated or flexible-tubing is available in a wide range of sizes and styles. It has superior tear resistance at connection points and a long service life, even with reverse-bend cycles. However, corrugated tubing has its limitations. It has minimal torsion resistance, and can only be fixed at two points with a defined length. The tubing can also stretch as the robot moves, which puts undue stress on the cables. Additionally, tooling interference can occur because there is no control path for movement.

An enclosed dresspack, on the other hand, mounts directly to the robot and is available in multiple configurations. It uses corrugated tubing installed inside a plastic-reinforced housing to protect the cables. The system’s spring-loaded design minimises catch and pinch points. Unfortunately, due to the enclosed design, cable maintenance is difficult, and because it is not modular, the entire unit must be replaced if one component breaks. Problems can also arise if the programming or movements of the robot change. This is because an enclosed dresspack does not prevent the cables from exceeding their maximum bend radius.

At the heart of the “less is more” approach is the robotic cable carrier system. It mounts directly to the robot and is available in multiple configurations. Like an enclosed dresspack, it has a spring-loaded design, which minimises catch and pinch points. However, robotic cable carriers offer additional benefits not available with the other systems. They can come equipped with strain relief options to extend the service life of the cables; cables can also be quickly added or removed without dismantling the system. The defined bend radius of a robotic cable carrier protects cables from exceeding their maximum bend radius.

Dresspacks made easy

The new online dresspack configurator from igus enables engineers to quickly find the right robotic cable carrier system based around the triflex R energy chain. Easy to install and fill, this multi-axis energy chain protects moving cables and hoses on robots and thus increases service life in operation.

Since its inception, the range of igus triflex R parts for robots has grown significantly. There are now 8 sizes, 5 methods of opening, 4 retraction module types and literally hundreds of other accessories, including mounting brackets, robot specific adaptor plates and protectors. This means that when dressing a robot, there are many options that could be quite overwhelming. With the new configurator, this is a thing of the past.

The dresspack configurator automatically accounts for which parts are compatible and only offers those that will work with any given robot. The engineer now simply selects the robot manufacturer, the type and model of robot and the number of axes to equip. The configurator then displays a 3D representation of the robot with the components of the energy supply system being added at each stage to ensure clarity of what is being provided.

The first step after robot choice is to select a retraction system, which is designed to keep the energy chain under tensile stress to avoid looping and protect against damage. The user then configures the triflex R e-chain type and the size. Extra accessories such as protectors, brackets or even extra triflex R chain links can also be added.

Once the configuration is complete, the tool creates a list of all the components of the energy supply system automatically, which can be added to the shopping cart for ordering. A total system price is displayed immediately too. CAD models of the components and a PDF report of the configuration are also provided.

About igus:

Based in Northampton in the UK and with global headquarters in Cologne, Germany, igus is a leading international manufacturer of energy chain systems and polymer plain bearings. The family-run company is represented in 35 countries and employs 3.800 people around the world. In 2017, igus generated a turnover of 690 million euros with motion plastics, plastic components for moving applications.

With plastic bearing experience since 1964, cable carrier experience since 1971 and continuous-flex cable since 1989, igus provides the right solution based on 100,000 products available from stock with between 1,500 and 2,500 new product introductions each year. igus operates the largest test laboratories and factories in its sector to offer customers quick turnaround times on innovative products and solutions tailored to their needs.

This publication contains general information and, although SMMT endeavours to ensure that the content is accurate and up-to-date at the date of publication, no representation or warranty, express or implied, is made as to its accuracy or completeness and therefore the information in this publication should not be relied upon. Readers should always seek appropriate advice from a suitably qualified expert before taking, or refraining from taking, any action. The contents of this publication should not be construed as advice or guidance and SMMT disclaims liability for any loss, howsoever caused, arising directly or indirectly from reliance on the information in this publication.

]]>Time for government to focus on offering stability and reassurancehttps://www.smmt.co.uk/2018/12/time-focus-stability-and-reassurance/
Fri, 14 Dec 2018 09:42:04 +0000http://www.smmt.co.uk/?p=128657For much of the latter part of the year, every week has been seen as…

For much of the latter part of the year, every week has been seen as a ‘crunch’ week in the progress of Brexit negotiations, with tough decisions needing to be made and the stakes getting ever higher.

Without consensus in Parliament, a ‘no deal’ Brexit looms ever larger – a scenario we have consistently warned is simply not an option. Frictionless trade in the EU has driven the success of the UK automotive industry, and leaving abruptly without a deal would be catastrophic.

Our recent survey of members showed that Brexit uncertainty has already had a significant impact on the majority of UK automotive firms. The proposed deal accommodates many of the concerns that we have raised with the government in recent months, providing for a vital transition period and ensuring we can continue to trade under current beneficial conditions while new ambitious arrangements are negotiated.

Government and parliament must now come together in the national interest to deliver stability and offer reassurance to automotive businesses who are worried about the future. UK Automotive is worth £20.2 billion to the country’s economy and will flourish if the conditions are right.

In other news this week, our colleagues at ACEA (the European Car Manufacturers’ Association) in Brussels have warned about the impact that introducing stringent CO2 targets will have on affordability for low and middle-income families.

We all know that the automotive industry is genuinely committed to lessening the environmental impact of the vehicles on our roads, but the targets need to be appropriate and commercially achievable. And that includes the right framework of incentives and promotion to ensure the latest low-emission technology is affordable and attainable by all, quickening fleet renewal which is the fastest way to achieve air quality and climate change goals.

]]>In October, Transport for London (TfL) launched its new Bus Safety Standard – a commitment to safety across the capital’s public transport network, which will feature only the safest of buses, with a vision that by 2030 nobody is killed by, or on, a London Bus.

With the standard, TfL has produced a ‘Safety Roadmap’ highlighting a set of features relating to driver assistance, passenger assistance and protection of bus passengers and other road users, along with a timeline for them to be adopted. The Roadmap also proves guidelines to bus manufacturers of the dates by which such safety systems are considered preferable, and further dates by which they’ll become mandatory.

TfL worked with the Transport Research Laboratory (TRL) in order to develop the standard, with both parties consulting with some bus manufacturers and the operators on technical feasibility, timelines and implementation to work towards making the safety measures realistic.

The Bus Safety Standard requires all new-build London buses from 2019 to include systems to assist both drivers and passengers.

From a driver’s perspective, they include Intelligent Speed Assistance, which uses geofencing technology and a digital speed limit map of London to prevent bus drivers from exceeding the limit, along with blind spot mirrors, camera-assisted vision along the passenger side of the vehicle to help detect pedestrians and cyclists when making a turn, and warning pedal indicator lights, which will alert a driver if they accidentally place their foot on the accelerator instead of the brake. Driver Assault Screens will also be a regulatory requirement to help protect drivers.

For passengers, 2019’s phase of the new standard will require high-grip anti-slip flooring, while an acoustic warning system will also be required specifically for electric buses, to help warn other road users of their approach.

The next stage of mandatory requirements will come into force in 2021, requiring a ‘runaway bus’ prevention system that automatically engages the brake and disengages drive if the driver leaves his or her seat, or falls ill at the wheel, as well as Advanced Emergency Braking systems, similar to those already in use in many cars and light commercial vehicles.

At the same time, the specifications will also require greater all-round vision from the driver’s seat, along with high back seats for passenger seats and a number of collision measures on the bodywork, such as wipers and mirrors designed to fold out of the way in the event of colliding with another road user.

By 2024, the requirements will mandate that all new buses have a collision absorption element to their front profile, along with standardised pedals and enhanced occupant safety for the driver as well as all passengers.

The new standard was three years in the making, with TRL evaluating safety issues and testing proposed measures and feeding the results of the research back to TfL.

TfL estimates that the first phase measures will reduce bus-related fatalities and seriously injured casualties in London by up to 75% and up to 66% respectively, with the overall vision to completely eliminate bus-related deaths and serious injuries.

]]>Batteries from retired electric buses will be used to store solar energy via a new housing association research project in Gothenburg, Sweden.

The ‘energy warehouse’ is giving electric bus batteries a second lease of life as part of a collaboration between Volvo Buses, Göteborg Energi, Riksbyggen and Johanneberg Science Park. The partners will be working together to examine electricity storage in apartment blocks that have their own electricity production via solar panels.

The research is taking place in Riksbyggen’s Viva housing cooperative in Gothenburg, an apartment complex that aims to be Sweden’s most innovative and sustainable housing project. Energy generated via the solar panels on the roof will be stored in batteries that previously powered the Volvo electric buses on Route 55.

The energy warehouse is used to cut the property’s power consumption peaks, and to store or sell surplus solar energy back to the grid.

“We know that electric bus batteries have good potential for other applications such as energy storage after the end of their life in public transport,” says Ylva Olofsson, Project Coordinator at Volvo.“What we are examining here is exactly how good that potential is. Use of the batteries in an energy warehouse gives them an extended service life which in turn means better resource utilisation and less environmental impact.

“Here at Volvo we are examining various possibilities for the reuse of bus batteries for energy storage, and Viva is one such example.”

The battery warehouse consists of 14 used lithium-ion electric bus batteries. They are installed in a battery chamber and linked together to create a 200 kWh storage pack.

The Range T P-Road is the latest addition to Renault’s ‘Used Trucks Factory’ range, which consists of trucks that are converted before resale at its Bourg-en-Bresse manufacturing site, France.

At the factory workshop, used tractors are evaluated against a 200-point checklist before being converted in accordance with the truck builder’s manufacturing standards.

The cab, drive train and suspension are removed and the existing chassis rails replaced by longer rails, with a customisable wheelbase depending on customer requorements.

The Range T P-Road is available with a 4×2 rigid chassis and a choice of three wheelbase lengths (5,600, 6,000 and 6,500mm). Each P-Road is guaranteed for one year or 120,000km (78,000miles). The guarantee covers all driveline components repaired by all Renault Trucks sales and service outlets across Europe.

]]>A fleet of new Euro 6 slimline buses has gone into service in Bath, designed to cope with the cramped streets in the historic city centre.

The nine new Optare Solos were purchased as part of an initiative to improve air quality, reduce congestion and encourage more people to ditch the car and travel by bus around Bath.

The 8.5-metre compact buses seat 23, feature seat back USB charging points and will operate on Bath’s city centre services, where their size and layout makes them ideal for accessing the UNESCO World Heritage city’s many narrow and difficult streets.

James Freeman, Managing Director of operator First West of England said: “[Optare] Solos have operated on these routes for many years and the slimline Solo’s capacity and compact nature make it ideal for navigating routes around Bath. These new look vehicles feature the latest Euro 6 clean diesel engine as part of our commitment to improve air quality around Bath and the new branding, design and features such as USB charging are designed to encourage people out of their cars and onto the bus, reducing congestion and improving air quality in Bath.”

Robert Drewery, Commercial Director, Optare, added: “The compact but high capacity nature of the slimline Solo make it perfect for navigating busy and narrow streets and we are delighted that First Bath have chosen this proven Optare bus once again.”

]]>Scania opens new multi-million pound brand centrehttps://www.smmt.co.uk/2018/12/scania-opens-new-multi-million-pound-brand-centre/
Wed, 12 Dec 2018 00:18:39 +0000http://www.smmt.co.uk/?p=128600Scania has opened a new £5.3 million brand centre in Somerset, to provide a wide…

]]>Scania has opened a new £5.3 million brand centre in Somerset, to provide a wide range of servicing, repair and maintenance as well as new and used truck sales.

The centre was opened by Sweden’s ambassador to the UK,Torbjörn Sohlström, last week, along with Scania’s UK Managing Director, Martin Hay.

The three-acre site, which employs 27 staff, is strategically placed near junction 23 of the M5 motorway and includes 11 work bays, a purpose-built recycling centre, as well as secure parking for 42 HGV’s and 51 cars.

Martin Hay, said: “This opening is especially personal for me, as I was involved with the very first opening of Bridgwater in September 1995.

“I’m extremely proud to see how it has developed. It shows that through loyal customers and dedicated staff just what can be achieved.

“We have every confidence that Scania Bridgwater will continue to provide a fantastic service in the future.”

Scania Bridgwater General Manager, Nigel Champion, added: “Our new location will enable us to continue to achieve the high levels of customer service that we are associated with.

“The new location will provide more space for vehicles to manoeuvre and reduce congestion and enable us to not only keep up with service demand, but grow the business too.”

]]>Everywoman awards open for entrieshttps://www.smmt.co.uk/2018/12/everywoman-awards-open-for-entries/
Wed, 12 Dec 2018 00:14:36 +0000http://www.smmt.co.uk/?p=128596The 2019 Everywoman in Transport and Logistics Awards is now open for entries, celebrating the…